-Organisational innovations and crisis management have a lot in common. Crisis may come in many various forms. It can be a result of economic slowdown or recession influencing the industry and, therefore, some of its organisations. However, firm disaster can be a result of wrong management decisions or unexpected events. Each form of crisis has its own causes, which influence the company in a number of ways. The main objectives of the paper are to describe the nature of crisis management in project-based enterprises and to define the scope and role of organisational innovations in it. The conducted research shows that the organisational innovations are the crucial elements of crisis response strategies. Applying organisational innovations, the entity can gain short-term benefits because they aim at improving the flexibility and adaptability of the company and the supervision of the running projects.
Performance management and measurement enable to improve strategy implementation and increase organizational competitiveness. The literature review and desk research confirm that the design of a performance system is an issue because of the redefinition of project environment conditions and complexity of 4P. The system should be continuously developed during exploitation. Main objectives of the paper are to propose a framework of project performance measurement and a set of measures that could be applied in project-based organizations. The assessment proposal is the result of a literature review and qualitative empirical studies, interviews, and participatory observations. The framework considers performance assessment of the project and its context, including benefits occurring outside the project – on the program, project portfolio, and project-based organization levels – but being the result of project execution. The framework incorporates in project performance assessment the simultaneous and supplementary utilization of quantitative and qualitative measures, financial and non-financial measures that describe various fields of evaluation: finance, production, procurement, product quality, social, marketing of a product, legal, natural environment, client, and other stakeholders’ satisfaction.
Project governance jest grupą systemów, z pomocą których projekty, ich grupy lub działalność organizacji projektowych jest wspomagana i nadzorowana a menedżerowie motywowani oraz pociągani do odpowiedzialności za rezultaty działalności w ramach P4. Głównymi celami artykułu są przedstawienie istoty project governance, określenie istotnych kierunków badań nad tą tematyką oraz wskazanie możliwych nowych obszarów eksploracji naukowej. W wyniku parasolowego przeglądu literatury przedmiotu wyodrębniono siedem istotnych kierunków badań. Do najważniejszych należą wykorzystywanie project governance jako systemu wspomagającego tworzenie wartości oraz koncentracja na elementach miękkich zarządzania i nadzoru. W artykule wskazano m.in. na potrzebę głębszych badań na temat poznania mechanizmów determinujących relacje projekt vs jego podwykonawca/dostawca oraz adaptacji teorii sieci w środowisku projektowym.
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